Chapter 11 ORGANIZATIONAL TECHNOLOGY For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning TECHNOLOGY –DEFINITIONS • Technology - the means by which relevant material, technical, procedural, informational, cognitive and social resources are deployed to achieve desired outcomes • Core technology - the means employed in the transformation activities that lead to the main outputs of the organization (or unit) • Material technology - the tangible aspects of technology that can be seen, touched or heard • Social technology - the social and behaviour shaping devices of structure, control, co-ordination, motivation and reward systems For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning TECHNOLOGY –DEFINITIONS Winner (1977) identifies three general applications of technology: • Apparatus - the physical apparatus or materials that are necessary for the achievement of tasks • Technique - the purposive aspects of human activity through the application of skills, methods, procedures or routines as a means of achieving objectives • Organization - refers to social arrangements or frameworks including factories, bureaucracies and teams established to achieve particular goals For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Open systems model of an organization Figure 11.1 For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Taxonomies of systems Figure 11.2 For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Industrialization and technological change Blumer (1990) distinguishes between industrialization and technological change: • Non-industrial technological change - some technological developments that have no impact on the level of industrialization • Industrialization as one form of technological development Industrialization brings with it many changes other than those based on technology • Transplanted industrialization - technology does not automatically evolves as part of the process of industrialization • Causal relationships – there is a complex chain of events involved in the relationship between technology and society • Ambiguity - technological development contains a higher level of ambiguity in terms of its interrelationship with social change than does the concept of industrialization For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Perspectives on technology Woodward and production technology • Unit or small batch • Large batch or mass • Continuous process Table 11.1 For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Perrow’s framework of departmental technology Figure 11.3 For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Assessing the degree of task routine/nonroutine Figure 11.4 For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Thompson – resource and technology matching • • • • • • Task interdependence - the way in which tasks differentiated through the division of labour are operationally related to each other Mediating technology - this form of operational technology mediates what would otherwise be independent activities or needs Long-linked technology - the sequential processes most obviously found in assembly line factory operations Intensive technology - describes processes where different units interact constantly with each other during the transformation process Technical core - the central transformation processes that need to work efficiently and unperturbed by sudden changes and uncertainties Boundary spanning units - buffer the operating (technical) core from environmental uncertainty For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning The Aston studies In terms of technology these studies utilized three categories: • Operations – reflected the nature of the transformation process, the techniques used • Materials - the nature and characteristics of the things that were being processed • Knowledge - the skill and ability required to undertake the tasks necessary to achieve the objectives For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Technology - Other contributions • Burns and Stalker (1961) - mechanistic and organic (or organismic) structures partly reflect the technology found in the organization • Lawrence and Lorsch (1967) - considered technology as an environmental contingency factor For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Assumptions about technology: • Neutrality • Impact • Modernism • De-skilling • Structure • Efficiency For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning TECHNOLOGY – SOCIAL CONSTRUCTION • Canonical practice - the formal, espoused and prescriptive description of how tasks should be done and how technology should be deployed • Noncanonical practice - the often improvised approaches that are iteratively developed in actual ongoing work and shared and collectively improved among the interacting members of a working community • Communities of practice - ongoing groups of people that interact and actively share information while engaging in an activity they are individually and collectively committed to For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning The politics of technology • Competition • Interaction • Control or influence • Labour process debate • Rationality (or otherwise) in decision making • Benefits to managers • Tighter control over work processes • Pace of work • Skill levels required • Design of work For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Technology and alienation •Alienation - Thompson (1989): Work performed under conditions in which the worker is estranged from his or her own activity in the act of production, through the sale of labour power and the subordination of skills and knowledge to the capitalist, or other external social forces Blauner (1964): • Powerlessness • Meaninglessness • Isolation • Self-estrangement • Burnout - emotional exhaustion, lower concern about other people, and diminished personal accomplishment For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning The Impact of Technology Manufacturing, masscustomization based on: • AMT • FMS • CAD • CAM • CIM Central to service technology is the direct inclusion of consumers in the value generation process - an external element into processes that have often been seen by managers as largely under their control For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Information and communication technology • • • • Zuboff suggests that ICT can be distinguished in different stages - automation, information and transformation Konsynski & Sviokla argue that the failure by management to obtain the full value from ICT is a consequence of outdated paradigms of organizational functioning - new paradigm sees decision making being based on an appropriate allocation between humans and technical systems Competency traps – when managers delay investment in new technologies too long Informational society - is characterized by the knowledge generation and exchange through interactions between and among networks of individuals as well as economic, social, political and cultural institutions For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning [...]... Technology - Other contributions • Burns and Stalker (1961) - mechanistic and organic (or organismic) structures partly reflect the technology found in the organization • Lawrence and Lorsch (1967) - considered technology as an environmental contingency factor For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Assumptions about technology: ... Neutrality • Impact • Modernism • De-skilling • Structure • Efficiency For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning TECHNOLOGY – SOCIAL CONSTRUCTION • Canonical practice - the formal, espoused and prescriptive description of how tasks should be done and how technology should be deployed • Noncanonical practice - the often improvised... use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning The politics of technology • Competition • Interaction • Control or influence • Labour process debate • Rationality (or otherwise) in decision making • Benefits to managers • Tighter control over work processes • Pace of work • Skill levels required • Design of work For use with Organizational. .. exhaustion, lower concern about other people, and diminished personal accomplishment For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning The Impact of Technology Manufacturing, masscustomization based on: • AMT • FMS • CAD • CAM • CIM Central to service technology is the direct inclusion of consumers in the value generation process - an external...The Aston studies In terms of technology these studies utilized three categories: • Operations – reflected the nature of the transformation process, the techniques used • Materials - the nature and characteristics of the things that were being processed • Knowledge - the skill and ability required to undertake the tasks necessary to achieve the objectives For use with Organizational Behaviour and Management... generation process - an external element into processes that have often been seen by managers as largely under their control For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Information and communication technology • • • • Zuboff suggests that ICT can be distinguished in different stages - automation, information and transformation Konsynski... control over work processes • Pace of work • Skill levels required • Design of work For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Technology and alienation •Alienation - Thompson (1989): Work performed under conditions in which the worker is estranged from his or her own activity in the act of production, through the sale of labour... distinguished in different stages - automation, information and transformation Konsynski & Sviokla argue that the failure by management to obtain the full value from ICT is a consequence of outdated paradigms of organizational functioning - new paradigm sees decision making being based on an appropriate allocation between humans and technical systems Competency traps – when managers delay investment in new technologies... - is characterized by the knowledge generation and exchange through interactions between and among networks of individuals as well as economic, social, political and cultural institutions For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning ... Table 11. 1 For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Perrow’s framework of departmental technology Figure 11. 3 For... For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Open systems model of an organization Figure 11. 1 For use with Organizational. .. industrialization For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning Perspectives on technology Woodward and production technology • Unit